leadership development final

Leadership Development

• Jeffrey Lewis • Vice President, Direct Services• PathStone

When we are unaware, we unconsciously engage in our default behavior patterns.

To actively engage in leadership development, we must consciously make choices and take actions that create leadership development opportunities.

We must be aware.

Change Model

Awareness Facilitates

Change

Following the Model

You must believe there is a need for leadership development in your - or any - organization.

You will find the opportunities to grow and refine your understanding of the needs and process.

You will begin to identify opportunities where you can test, measure, and affirm leadership and talent development.

You will begin building a bank of those possessing leadership skills.

You will begin making conscious choices about the building of leaders for the future of your organization.

Following the Model continued

Promote the skills of leaders you develop.

Initiate demonstrations of these leaders to others.

Watch as these leaders begin to affect outcomes and record success.

As outcomes improve, share with others internal and external to your organization.

Watch as changes in leadership development take place and as new leaders begin to emerge.

What is Bench Strength? and Why Do I Care!

Bench strength refers to the capabilities, readiness and potential of key staff to move into leadership positions.

A baseball manager has to assess the talent on the bench and make informed decisions about how to engage and develop the players.

We, as nonprofit leaders, must do the same thing.

Talent Assessment

The goal is for leaders to gain insights into their employees’ performance and potential.

Many acceptable testing tools are available. The costs of these tools is all over the board.

Any talent assessment must include metrics from or derived from performance assessment.

Performance Potential Matrix This tool draws on past performance, which is plotted on a horizontal axis.

Judgments about an employee’s potential to take on new responsibility are plotted on the vertical axis.

Each quadrant where values appear is interpreted

Leadership Development

Zone

Performance Potential Matrix

P a s t P e r f o r m a n c e

P

ote

nti

al f

or

New

Res

po

nsi

bil

ity

Your Support as Staff & Managers

Own succession management and talent development.

The Human Resources department should support the process, but we as managers must own it.

Accountability for selecting and developing new managers and leaders cannot be delegated; it is integral to our success.

Life-Long Learning

“Live as if you were to die tomorrow.

Learn as if you were to live forever.”

- Mahatma Gandhi

Thank you for your attention